market_leader_3e_-_intermediate_-_teachers_book (852197), страница 49
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For'the human role' above thjngs likeindustrialists,example,Ollilaisooskills and strategy comes acrossinapproach to business. He echoestheoperational58-year-oldFinn,of bothlargestcompany,andShell,Europe'sgroup.HeisEuropeanstylewhoNokia,ofisJs1 992, hefor theNordicGeneralElectric,incriticisingsome companies' sole focus onphonetreatRoyalDutchinternal conOicts. He argues thatshareholder value. 'The currentmanagement has to take such acrisis will lead to a rethinktask seriously, instead of makingt h e corporate world. I t i s n o t justbiggestalsooilHeadofRoundtable40its people and deal withofit ·an annexe i n the annual report ' .A s CEO, he fe lt his role was 'tocontinent's leading 50 or so chiefget everybody involved, create ato work in the background.' sayslow-keystyle contrasts sharply with hisrecord. D uring hissoValues are not the only Nordicshould75theadopt.NordicHewaythatbut protecting people fromexpectingnegative aspects and providinganythingotherthanpart of a team with an average ageindustrial conglomerate into aglobal mobile phone powerhouse.under 40 who then turned Nokiaaround.
' I t was an entrepreneurialto globalisationitseveryone w i t h a good educationat best.' Most fondly,turned what was once a strugglingbeing openargueso f capitalism-however, he talks of his time asssorfirst two years without anybodyheHe has long had a focus onmid-termIong-tem1 profitab i l i t y but it isalso about certain values. 'much. 'We could work for thesurvival1 5 years asof Nokia.short-term,111thing Mr Ollila thinks the worldand then: run ' .by the fact that nobody expectedAs well as masking his level ofhisabout10M r Ollila was helped at the startMr Ollila. in what could almost betoday.65sense of urgency.
who does what,45h i s mission statement.Chief ExecutivepassionmobileIndustrialists, a grouping of thei n O uencehisJack Welch, the former boss ofstill found time to set out valueson how the group should behave.theexecutives or chairmen. ' We like154wasthe company's CEO inthe25Nokiasuitsworld's20althoughin trouble when he took over asChairman15JonnaJOhardly a household name.
Thisthe10he says.the social aspects of business.Despite chairing two of Europe'slargest companies and heading aso- provides the answers that areneeded.task. It was extremely rewarding,'© Pearson Education Limited 2010 PHOTOCOPIABLETEXT BANK ... ... UNIT 111 Find expressions in paragraphs 1 and 2 thatrefer to the following.a) the way that someone worksb) someone who is very well knownc) heads of companiesd) behaviour that is not meant to be noticede) an unsuccessful group of companiesf) a very important business person working inindustryg) a sentence that describes a com pany's mainpurposeh) a dynamic company2 Decide if these statements are true or false.If ...c)d)e)a) Nobody expected Nokia to do more than H!.IY.f.v..g.,at best.b) Mr Ollila talks of his time as part of a team withf.
. . . . . . . . . . . . . . . . . . . . . . . .c) He approached the work like ane. . . . . . . . . . . . . . . . . . . . . . . . .d) He talks about the Nordic approach to businesswith p. . . . . . . . . . . . . . . . . . . . . . . . .e) What he says about business is an. .
. . . . . . . . . . . . . . . . . of what Jack Welch has said.f) Companies should not f. . . . . . . . . . . . . . . . . . . . . . . .� . . . . . . . . . . . . . . . . . . . on shareholder value.e.a) something suits (line 6) something else,b)5 Complete these sentences with appropriateforms of words used in paragraphs 4 to 6 ofthe article. The first one is done for you asan example.it helps it to succeed.you work in the background (line 1 7) ,you want to be seen.something masks (line 20) something else,it hides it.something contrasts with (line 22) somethingelse, they are the same.you turn something into (lines 2 5-26) somethingelse, you transform it.3 Look at paragraph 3.
What did Jorma Ollilafocus on at Nokia?a) stechnical skillsb) people managementc) competitive strategy.. .......g) The way that companies are managed needs tobe r. . . . . . . . . . . . . . . . . . . . . . . . .h) We need to think less about how to make ap. . . . . . . . . . .
. . . . . . . . . . and more about thea . . . . . . . . . . . . . . . . . . . . . . of human values.i) There should be o. . . . . . . . . . . . . . . . . . . . . . . .towards globalisation but we should givep. . . . . . . . . . . . . . . . . . . . . . to people againstits negative effects........Over to you 1Would it be easy to apply similar Nordic approachesto management in your country? Why? I Why not?Over to you 2Is it always possible for managers to work in thebackground? Why? I Why not?4 Which of these management tasks is notmentioned in paragraph 3?How a company should ...a) decide salary levels.b) treat its people.c) manage disagreements.d) involve people.e) create a sense that things had to be done quickly.f) pay performance-related bonuses.g) allocate tasks.PHOTOCOPIABLE© Pearson Education Limited 2010155UNIT11Leaders h i p-��LEADERS H I P I N D I FFICU LT TIMES-=·'�'·Before you readWhat should leaders do and say during difficult times for theircompany? Should they tell their employees how bad things are, orshould they sound optimistic?ReadingRead this article from t h e Financial Times a n d answer t h e questions.FTLEVEL OF DIFFICULTYe e eThe challenges facing leadershipby Rob Goffee and Gareth JonesLeadership is more important thanYork at the time of the te1Toristever.
Organisations that are wellattacks of 200 lled have a much better chance5justandconstructively reshaping events.in the right place at the right time,Second, a strong focus may be arequired for survival. Leaders willyour eye off critical processesthat New York would be back.leadershipandsmartthis.First,alwaysadevelopmentorganisationssinceknowleadershipcontextual35isleadingpharmaceutical6040of U K retailer Tesco, recentlyactions are l i kely to be painful.thattheunpopularity65expense o f team or organisationallf people must leave,opportunity for them to furthercohesion.develop their popular brand i nthey must leave with dignity.Michael 0 'Leary, Ch iefExccuti vein their company.
The oldof low-cost airline Ryanair, goesidea of ' managing by walkingeven further. He welcomes theonBut they should not come at theofFinally,the financial services business.a real sense of what is goingincludingcutbacks and cost control. TheseFinancethe retail banks represented anin aprioritisation,DirectorHigginson,saidcompanyneed to be foc used on hard-nosed,toughTn much the same way, Andrew-i s vital.
Effective leaders havesensingsituationsand building team cohesion will10require social closeness to ensurea company-wide sense that 'we arerecession. In his view, it will k i l la l l in t h i s together ' . The criticismtruth: you need to be in a positionoff poor operators and show whattargeted at some senior businessto collect soft data, to knowa great business Ryanair i s .around'containedonegreat45Eachwhat is happening on the shopfloorbeforetheB u s i ness leaders will also beof5oleadersrewritetested by their capacity to makethesense of a difficult situation.Rudolph Giuliani. Mayor of Newentirelybothit.dangerleaders, for example, stems fromtheseexamplesthateffectivedemonstratesmanagementi n formation system tells you.156notproactivelyhe also offered New Yorkers hopeis different from leading25involvesbutfor the future - he assured themshi pyard - the ability to adapt20reactingThis is not the occasion to takein15leadersh i pof surviving in difficult times.of103055, was not onlyread contextInisthe fact that they continue to paythemselves bonuses while otherssuffer.
B u t strong ' i dentificationandtimes,with the troops' should not limitbusinessthe ability of leaders to step backdifficultthat75leaders are trapped and becomeSkilledreactive.soand see the bigger picture.© Pearson Education Limited 2010 PHOTOCOPIABLE•�1..TEXT BANK1 There are three main points in the article.Look through the whole article and find thefirst word that introduces each point.2 Match the adjectives (1-6) to the nouns (a-f)that they relate to in the article.1a) processesvital2 soft3b) leadershipc) datasmart4 critical5 effectivee) ability to adapt6 contextualf) leadersd) organisations3 Now match the phrases from Exercise 2 totheir meanings.i) related to the human or emotional rather than theii)iii)iv)v)vi)factual or statisticalextremely important capacity to changeextremely important ways of doing thingsways of leading that depend on when or wheresomething occursleaders who produce resultsintelligent companies, etc.��UNIT 117 Complete the table with words fromparagraphs 5 and 6 and related words.nounadjectivefocus..
.. . . . . . . .toughness. . . . . . . . .pain. . . . . . . . .a)b)c)d)dignifiede)· · · · · · · · ·cohesive. . . . . . . . .organisation· · · · · · · · ·g). . . . . . . . .f)close8 What is the danger when a leader is tooclose to the workforce?Over to you 1Think of someone who provided leadership throughdifficult times. What was the most important aspect oftheir leadership style?Over to you 2What, if anything, should be done about leaderswho continue to receive bonuses even when theirorganisations are in trouble?4 Look at paragraphs 2 and 3 and find threeleaders, their jobs and their organisations.5 Now match the leaders in Exercise 4 to theirideas.a) He thinks that declining economic activity isa good thing as it will eliminate the weakercompanies in his industry.b) He said that the city would recover.c) He says that the banking crisis is good for hiscompany because it will be more able to offerfinancial services.6 Look at paragraph 4.
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